Keeping the spin – from idea to cash in 6 weeks
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Keeping the spin – from idea to cash in 6 weeks

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Our presentation from ICGSE 2011 conference in Helsinki presenting significant change of the project and people mindset just in 6 weeks!

Our presentation from ICGSE 2011 conference in Helsinki presenting significant change of the project and people mindset just in 6 weeks!

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Keeping the spin – from idea to cash in 6 weeks Presentation Transcript

  • 1. Keeping the spin – from idea to cash in 6 weeks. ICGSE 2011© 2011 Tieto Corporation Jaroslav Prochazka, Marcin Kokott Consultants Tieto, Delivery and Quality jaroslav.prochazka@tieto.com, marcin.kokott@tieto.com
  • 2. • 18 000 IT professionals in close to • Net sales approximately EURTieto 30 countries • Customers on all continents 1.8 billion • Listed in NASDAQ OMX Helsinki and Stockholmtoday • One of the leading IT service companies in Northern Europe and global leader in selected segments • Founded in 1968 Tieto today© 2011 Tieto Corporation
  • 3. Who we are• Delivery Mentor Network • Core of the network • 8 coaches• 9+ years in IT (developers, architects, PMs)• Have been supporting transformations in different industries in last 5 years in Tieto• Representing Tieto at international IT conferences3 © 2011 Tieto Corporation 2011-07-18
  • 4. Story Context © 2011 Tieto Corporation4 2011-07-18
  • 5. Crash Lessons Context Training course learntMarket challenges Customers requires following (Forrester, 2011) • Innovation and proactivity • IT should bring more business value • Aligning vendors’ goals with customer ones • Additional Dutch unit challenges • Traditional way of working followed • Global Delivery Model started recently emphasized • Chaotic communication and lack of project visibility • Lack of coordination causing delays and rework • Micro-management of Indian colleagues • Decreasing motivation • Lower customer satisfaction 2011-07-18
  • 6. Our world is distributed (outsourcing) Dutch Team High-cost narrow-band Boundary communication channel spanner Boundary spanner Pune TeamAnalystArchitecture AmbassadorDesign&CodeTesting Low-cost broad-band communication channel © 2011 Tieto Corporation
  • 7. Training sessions © 2011 Tieto Corporation7 2011-07-18
  • 8. Crash Lessons Context Training course learntIntroduction training• Agile game as key part of this training • Learning by doing • Practical experience you can refer to when explaining concepts• Game experience ensured guys to start without our help • They received "practical experience„• Sales training created awareness © 2011 Tieto Corporation 8
  • 9. Crash Lessons Context Training course learntGlobal Delivery Awareness• Dutch people disappointed by cooperation with Indian colleagues• Big surprise! Different cultures • Hofstede’s model presented • Typical situations presented and explained• It was fun and they finally understood… © 2011 Tieto Corporation 9
  • 10. Crash Lessons Context Training course learntNext steps• Dutch culture made it interactive workshops• We came back to our office and stayed in touch• Few discussions and FAQ sessions• Dutch team have decided to run new project Agile … … but they have hit some struggles © 2011 Tieto Corporation 10
  • 11. One Week Crash Course© 2011 Tieto Corporation 2011-07-18
  • 12. Crash Lessons Context Training course learntCrash course• Constraints: • Limited time to spent with the team (1 week) + 2 mentors availible • No possibility to „stop” to conduct the planned change• Our original approach haven’t fit • 14 weeks framework • Our experience: months to pass New approach needed !12 © 2011 Tieto Corporation
  • 13. Crash course „A rapid and intense course of training or research (usually undertaken in an emergency); "he took a crash course in Italian on his way to Italy"; "his first job was a crash course in survival and in learning how to get along with people"; "a crash programme is needed to create new jobs„” Kaikaku (jap. „radical change”) means a radical change, during a limited time, of a production system.13 © 2011 Tieto Corporation
  • 14. Crash Lessons Context Training course learntSet-up• Small teams • Co-located, cross-funcitonal (also with coaches)• 1 week sprints• Culture, opennes, willing, highly innovative • …and authority• Toolbox (Practices, MCIF)• Mentors in place for complete iteration14 © 2011 Tieto Corporation
  • 15. Crash Lessons Context Training course learntGlobal co-operation• Limiting narrow communication channel • Teams connected by interfaces • Architecture around functionality/components• Kick-off with the whole team (stable velocity -> distribution) • Discuss even the mood • Personal relationships• „Co-location” • Participating in each meeting • Open window15 © 2011 Tieto Corporation
  • 16. Innovation16 © 2011 Tieto Corporation
  • 17. Crash Lessons Context Training course learntInnovation• Visualize• Rapid learning cycles (also for mentors) • Instant feedback to the mentors • Also from team, customer• Simplify • Even change of WoW • Progress and status• Kaikaku • Breaking the habbits... and as side effect - fears • Open minded (TDD)17 © 2011 Tieto Corporation
  • 18. Radiators18 © 2011 Tieto Corporation
  • 19. Contract vs. results Measure Results Keeping Schedule 32,7% …but… Keeping Workload 46,2% PAI (Project Accuracy Index) 49,0% Happy customer having more than requesting! Customer want us to develop another part of fucntionality in this way of working  Customer selected Tieto as one of the sub-contractors for the biggest project in Netherlands Telecom & Media Customer internal chnage started to be „more agile and alligned with our way of working”19 © 2011 Tieto Corporation
  • 20. Crash Lessons Context Training course learntCustomer results• Know the customer • Visiting the customer • Customer glasses• Customer and team driving the backlog • Stable flow as the enabler • Limiting work in progress • Ownership of the whole flow• Results KPIs vs Value created for the customer • Feedback from Controller and people • Software used by bigger group than originally planned • "New way of working" should be used in the customer premises more20 © 2011 Tieto Corporation
  • 21. „We now use the functionalities which we didn’t figure out in the beginning of theproject. We removed functionalities which we thought we needed. We have seenweekly progress which helped us to think with the users instead of thinking for theusers. We were apart of the solution and feel proud of the result.” Customer representative „Of course the productivity went up because we all were aware of each other’s work and we know where the overlap was and avoided this [...] And the funny thing is, in the end, they didn’t pay much attention to the FD, they rather trust the demo results.” Business Consultant 21 © 2011 Tieto Corporation
  • 22. Lessons learnt © 2011 Tieto Corporation22 2011-07-18
  • 23. …and above lessons learned• IT and Business synergy• Visibility, transparency, control• Overcoming the fear!• …PEOPLE23 © 2011 Tieto Corporation
  • 24. Questions?24 © 2011 Tieto Corporation 2011-07-18
  • 25. Jaroslav Prochazka Marcin Kokott© 2011 Tieto Corporation Consultants Tieto, Delivery and Quality jaroslav.prochazka@tieto.com, marcin.kokott@tieto.com